1 st assignment print management(jck)

PDT 604 – Production Management AD
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CHAPTER 1
INTRODUCTION OF PRINTING
MANAGEMENT
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1.1 INTRODUCTION : MANAGEMENT
Management is a universal phenomenon. It is a very popular and widely used term. All
organizations - business, political, cultural or social are involved in management because it is
the management which helps and directs the various efforts towards a definite purpose.
According to Harold Koontz, “Management is an art of getting things done through and with
the people in formally organized groups. It is an art of creating an environment in which
people can perform and individuals and can co-operate towards attainment of group goals”.
According to F.W. Taylor, “Management is an art of knowing what to do, when to do and see
that it is done in the best and cheapest way”.
Management is a purposive activity. It is something that directs group efforts towards the
attainment of certain pre - determined goals. It is the process of working with and through
others to effectively achieve the goals of the organization, by efficiently using limited
resources in the changing world. Of course, these goals may vary from one enterprise to
another. E.g.: For one enterprise it may be launching of new products by conducting market
surveys and for other it may be profit maximization by minimizing cost.
Management involves creating an internal environment: - It is the management which
puts into use the various factors of production. Therefore, it is the responsibility of
management to create such conditions which are conducive to maximum efforts so that
people are able to perform their task efficiently and effectively. It includes ensuring
availability of raw materials, determination of wages and salaries, formulation of rules &
regulations etc.
Therefore, we can say that good management includes both being effective and efficient.
Being effective means doing the appropriate task i.e, fitting the square pegs in square holes
and round pegs in round holes. Being efficient means doing the task correctly, at least
possible cost with minimum wastage of resources.
Management can be defined in detail in following categories :
1. Management as a Process
2. Management as an Activity
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3. Management as a Discipline
4. Management as a Group
5. Management as a Science
6. Management as an Art
7. Management as a Profession
1.2 IMPORTANCE OF MANAGEMENT
There are few reasons why management is important in a company, they are:-
1. It helps in Achieving Group Goals - It arranges the factors of production, assembles
and organizes the resources, integrates the resources in effective manner to achieve
goals. It directs group efforts towards achievement of pre-determined goals. By
defining objective of organization clearly there would be no wastage of time, money
and effort. Management converts disorganized resources of men, machines, money
etc. into useful enterprise. These resources are coordinated, directed and controlled in
such a manner that enterprise work towards attainment of goals.
2. Optimum Utilization of Resources - Management utilizes all the physical & human
resources productively. This leads to efficacy in management. Management provides
maximum utilization of scarce resources by selecting its best possible alternate use in
industry from out of various uses. It makes use of experts, professional and these
services leads to use of their skills, knowledge, and proper utilization and avoids
wastage. If employees and machines are producing its maximum there is no under
employment of any resources.
3. Reduces Costs - It gets maximum results through minimum input by proper planning
and by using minimum input & getting maximum output. Management uses physical,
human and financial resources in such a manner which results in best combination.
This helps in cost reduction.
4. Establishes Sound Organization - No overlapping of efforts (smooth and
coordinated functions). To establish sound organizational structure is one of the
objective of management which is in tune with objective of organization and for
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fulfillment of this, it establishes effective authority & responsibility relationship i.e.
who is accountable to whom, who can give instructions to whom, who are superiors &
who are subordinates. Management fills up various positions with right persons,
having right skills, training and qualification. All jobs should be cleared to everyone.
5. Establishes Equilibrium - It enables the organization to survive in changing
environment. It keeps in touch with the changing environment. With the change is
external environment, the initial co-ordination of organization must be changed. So it
adapts organization to changing demand of market / changing needs of societies. It is
responsible for growth and survival of organization.
6. Essentials for Prosperity of Society - Efficient management leads to better
economical production which helps in turn to increase the welfare of people. Good
management makes a difficult task easier by avoiding wastage of scarce resource. It
improves standard of living. It increases the profit which is beneficial to business and
society will get maximum output at minimum cost by creating employment
opportunities which generate income in hands. Organization comes with new products
and researches beneficial for society
1.3 PRINTING MANAGEMENT
Print management can have many definitions. It can be best described as controlling,
maintaining and monitoring a printing environment and its productivity levels. Generally, an
administrator who engages in print management can manage all the printers on his network.
He is provided with real-time status updates on printers and the network on which they
operate. In essence, he can manage numerous printers and their environments from one
computer. If the administrator were not engaging in printer management activities, he may
have to tend to each computer individually.
Printing management is meant to provide companies and organizations with the tools to
make the most of their resources. Space, hardware, software and time — as with deadlines —
are all considered when attempting to streamline printing operations. Business owners may
choose to outsource their printing management activities and heed the advice of professionals
who supply printing management services. For example, a third-party printing management
service may assess a company's printing processes and offer suggestions like hardware and
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software upgrades, the relocation of equipment or the addition of an employee to increase
productivity.
Reports provided by basic print management activities can aid an administrator in
keeping on top of what is happening in his printing environment. If an administrator
identifies activities that he thinks may contribute to a problem later on, he may take steps to
change those behaviors in the printing environment. For instance, an administrator who
notices paper being wasted may impose printing limits or require that users utilize options
that allow for double-sided printing.
Print management can also help an administrator in their troubleshooting efforts.
Notifications and scripts can be remotely sent through the system to address problems. These
problems may range in scope from simple toner and paper changes to system failures. Since
small issues are caught before they turn into bigger ones, the need for major technical support
can be reduced.
Besides streamlining operations, printing management can help in saving money and
increasing productivity for a company or organization. For example, beneficial print
management activities include those that reduce waste and minimize the amount of repairs
required to keep a printing environment operational. To truly experience the benefits of print
management, changes will have to be made according to a business's specific needs.
Printing company management duties are those of achieving business aims, and objectives,
performance and profit targets. To facilitated this management responsibilities are often
divided into 4 main areas.
1. Financial Management
2. Sales & Marketing Management
3. Human Resources Management
4. Production Management
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CHAPTER 2
SME
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2.1 INTRODUCTION
Actually, there is no common definition of small and medium enterprises (SMEs) in
Malaysia. Every different agency defines SMEs based on their own criteria. They usually
benchmarking against annual sales turnover, number of full-time employees or shareholders’
fund. In addition, present definition focus mainly on SMEs in the manufacturing sector. With
establish and adopting the standard definitions of SMEs will facilitate better identification of
SMEs across all sector, thus enabling more effective formulation of the policies and
implementation of SME development programmes and provision of the technical and
financial assistance.
On 9 June 2005, the National SME Development Council has approved the common
definitions of SMEs across economic sectors for adoption by all Government Ministries and
Agencies involved in SME development, as well as financial institutions. An enterprise will
be classified as an SMEs if it meets definition based on this two criteria:-
• Number of employees; or
• Annual sales turnover
For consistency and comparability of data across sectors, the working definition for
SMEs in The mining and quarrying sector, and construction sector will be based on the SME
definition for the services sector. To ensure comparability of data from the various sources
and to facilitate data harmonisation across the various providers of SME statistics,
classification of economic activities will be based on the Malaysian Standard Industrial
Classification (MSIC) 2000 codes. The following list of approved SME definitions is not
exhaustive and may be amended or expanded by the National SME Development Council
from time to time to reflect changes in operating and business conditions.
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2.2 APPROVED SME DEFINITIONS
2.2.1 Primary Agriculture
It is small and medium enterprise in primary agriculture where the enterprise
have full-time employees that not exceed 50 or annual sales turnover not exceeding
RM 5 million.
2.2.2 Manufacturing and MRS
A small and medium enterprise in manufacturing (including agro-based) and MRS is
an enterprise with full-time employees not exceeding 150 or with annual sales
turnover not exceeding RM25 million.
2.2.3 Services
A small and medium enterprise in services is an enterprise with full-time
employees not exceeding 50 or annual sales turnover not exceeding RM5 million.
2.3 The table below summarizes the approved SME definitions based on number of full-time
employees:
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2.4 he table below summarizes the approved SME definitions based on annual sales turnover:
Based on this can say that Jabatan Cetak Kerajaan Negeri Sabah are in medium size of
business because they have 215 employees working in the company.
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CHAPTER 3
COMPANY BACKGROUND
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3.1COMPANY PROFILE
Name JABATAN CETAK KERAJAAN NEGERI SABAH
Established 1883
Office address Km. 4, Jalan Tuaran,
Beg Berkunci 2004,
88554 Kota Kinabalu, Sabah.
Factory address Km. 4, Jalan Tuaran,
Beg Berkunci 2004,
88554 Kota Kinabalu, Sabah.
Telephone 088-538766
Fax 088-217034
Email Karlam.Amat@sabah.gov.my
Website www.sabah.gov.my/jck/index.html
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3.2 COMPANY OVERVIEW
About company
The company was founded in 1883 in Kudat by The British North Borneo Chartered. Until
now they have 130 years of experience in the field of printing. This department play a key
role as information spreader for Government in this State. On this day, task or this major role
department had become wider to surround all need such as supply stationary and others more
entailment for daily administration Government, including printing the vote paper for
election. Printing of vote paper needed because since Sabah achieved independence through
Malaysia in year 1963 this State also practised system and principle of Democracy.
Early history show that ‘Persatuan Perniagaan North Borneo’ was constituted in year 1881 to
manage this State, and in year 1882 officially recognised by British Government and changed
his name with "The British North Borneo Company" or English Company Borneo North.
Under the rule of The British North Borneo Company, Jabatan Cetak were presided by an
Superintendent who is also work as Editor, "The Herald" (1883-1941). Ultra- right officer
after Superintendent was ‘Pencetak Kerajaan’ which control all divisions or section such as
electric, stationary, composing, printing and binding. Editor that is major was Mr. D.D. Daly
and he also is secret Secretary to Governor (Private Secretary to H. E. the Governor) while
the first ‘Pencetak Kerajaan’ was Mr. Thomas James Kenaughran. Administrative System
and different Structure organization if made comparison. In time British colony, Head of
Department was ‘Pencetak Kerajaan’ and Officer that is ultra-right was Superintendent which
control all divisions production while currently , Head of Department was Sabah ‘Pencetak
Kerajaan’or Publication Officer, grade N54 and aided by an ‘Timbalan Pencetak’, grade N48,
two (2) person Publication Officer, grade N41 and several people Chief Section grade N32
and N27.
From Kudat, ‘Jabatan Cetak Kerajaan’ moved to Sandakan in early year 1885 and then
moved again to Jesselton or ‘Api-Api’, the building at that time located in 51 Gaya Street. In
year 1935 Jabatan Cetak again migrating to Sandakan until the eruption of second world war.
During war, Jabatan Cetak administered by Japanese Military until they capitulate. Post war
second world in year 1945, British Government again administer this state after buy from
Syarikat Berpiagam Borneo North and make Sabah State as the country.
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Jabatan Cetak based again in Kota Kinabalu. Sabah permanent building Jabatan Cetak
Government in Kilometer 7, Jalan Kepayan has been ready built in year 1950 and apply until
year 1977. With the existence of that building, a few printing equipment Letterpress
electricity such as Linotype and printing press centurion began to be used apart from
machines carried out manually.
After Sabah achieved independence within Malaysia in year 1963, this department continue
to grow following State development development that is rapid at that time. Number of
officials and staff has also increased in to more 100 persons compared only more 28 second
world post war person. Datuk Sulong Sariul has been designated as Pencetak Kerajaan in
year 1965.
Mission
• Carry out responsibility with all knowledge, skill and ability in granting high quality
service in printing to all office State Government and parties approved according
need.
• Carry out responsibility cater efficiently, rapidly and accurate stationery to all office
State Government according to need.
Vision
Become centre printing and stationer that is up-to-date in Sabah.
Objective
For ensure that public service of the state given service printing, publication and stationery
supply with economy, efficient and quality
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3.3 ORGANIZATIONAL CHART OF JABATAN CETAK KERAJAAN
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STAFF AT JABATAN CETAK KERAJAAN NEGERI SABAH.
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3.4 PRODUCT
Service / Company Product
1. Print and distribute books, pamphlets to government agencies.
2. Print newsletters and annual report of the company/ other government agencies.
3. Print materials confidential security.
4. Print “Buku Cacatan Rasmi” all government agencies.
5. Print letterheads, invoices, receipt books, order delivery, brochures, invitation cards, test
pad, payment vouchers and other printed materials.
SAMPLE PRODUCT
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CHAPTER 4
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FINANCIAL MANAGEMENT
4.1 INTRODUCTION
Financial management can be defined as the management of the finances of an
organization in order to achieve financial objectives. Taking a commercial business as the
most common organizational structure, the key objectives of financial management would be
to create wealth for the business, generate cash and to provide an adequate return on
investment bearing in mind the risks that the business is taking and the resources invested.
4.2 FINANCIAL MANAGEMENT RESPONSIBILITY
The financial management has an overall responsibility for the economic and
financial position of the company, the funding of capital investment in new technology,
administration expanses, wages and salary, capital for materials, the flow of working capital,
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costing, budgetary control, the annual accounts, costing, budgetary control, the annual
accounts, capital project planning, profit etc.
4.3 THE ELEMENTS OF FINANCIAL MANAGEMENT
There are three key elements to the process of financial management which are
financial planning, financial control and financial decision-making.
4.3.1 Financial Planning
Management need to ensure that enough funding is available at the right time to meet
the needs of the business. In the short term, funding may be needed to invest in equipment
and stocks, pay employees and fund sales made on credit. In the medium and long term,
funding may be required for significant additions to the productive capacity of the business or
to make acquisitions.
4.3.2 Financial Control
Financial control is a critically important activity to help the business ensure that the
business is meeting its objectives. Financial control addresses questions such as :-
Are assets being used efficiently?
Are the business assets secure?
Do management act in the best interest of shareholders and in accordance with business
rules?
4.3.3 Financial Decision-making
The key aspects of the financial decision-making related to investments, financing and
Dividends Investments must be financed some way. However, there are always financing
alternatives that can be considered. Example, it is impossible to raise finance from selling
new shares, borrowing from banks or taking credit from suppliers. A key financing decision
is weather profits earned by the business should be retained rather than distributed to
shareholders via dividends. If dividends is to high, the business may be starved of funding to
reinvest in growing revenues and profits further.
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4.4 WORKING CAPITAL
Different industries have different optimum working capital profiles, reflecting their
methods of doing business and what they are selling. Businesses with a lot of cash sales and
few credit sales should have minimal trade debtors. Supermarkets are good examples of such
businesses. Businesses that exist to trade in completed products will only have finished goods
in stock. Compare this with manufacturers who will also have to maintain stocks of raw
materials and work-in-progress. Some finished goods, notably foodstuffs have to be sold
within a limited period because of their perishable nature.
Larger companies may be able to use their bargaining strength as customers to obtain
more favourable, extended credit terms from suppliers. By contrast, smaller companies,
particularly those that have recently started trading (and do not have a track record of credit
worthiness) may be required to pay their suppliers immediately. Some businesses will receive
their monies at certain times of the year, although they may incur expenses throughout the
year at a fairly consistent level. This is often known as “seasonality” of cash flow. Example,
travel agents have peak sales in the weeks immediately following school holidays.
4.4.1 Working Capital Cycle
As an introduction to the working capital cycle, here is a quick reminder of the main types
of cash inflow and outflow in a typical business :
Inflows Outflows
Cash sales to customers Purchasing finished goods for re-sale
Receipts from customers who were
allowed to buy on credit (trade debtors)
Purchasing raw materials and other
components needed for the manufacturing of
the final product
Interest on bank and other balances Paying salaries and wages and other
operating expenses
Proceeds from sale of fixed assets Purchasing fixed assets
Investment by shareholders Paying the interest on, taxes or repayment of
loans
Cash flow can be described as a cycle :
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The business uses cash to acquire resources assets such as stocks. The resources are
put to work and goods and services produced. These are then sold to customers. Some
customers may pay in cash but some others ask for time to pay. Eventually they pay and these
funds are used to settle any liabilities of the business (e.g. pay suppliers) and so the cycle
repeats.
Hopefully, each time through the cash flow cycle, a little more money is put back into
the business than flows out. But not necessarily and if management don’t carefully monitor
cash flow and take corrective action when necessary, a business may find itself sinking into
trouble. The cash needed to make the cycle above work effectively is known as working
capital. Working capital is the cash needed to pay for the day to day operations of the
business. In other words, working capital is needed by the business to :
• Pay suppliers and other creditors
• Pay employees
• Pay for stocks
Therefore, what is crucially important is that a business actively manages working capital.
It is the timing of cash flows which can be vital to the success, or otherwise, of the business.
Just because a business is making a profit does not necessarily mean that there is cash coming
into and out of the business. There are many advantages to a business that actively manages
its cash flow such as :
• It knows where its cash is tied up, spotting potential bottlenecks and acting to reduce
their impact.
• It can plan ahead with more confidence. Management are in better control of the
business and can make informed decisions for future development and expansion.
• It can reduce its dependence on the bank and save interest charges.
• It can identify surpluses which can be invested to earn interest.
4.5 CORPERATE IDENTITY
Every company especially corporate agencies need to have own identity by the way of
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branding and the use of trademark. It communicates to clients with the highlight of your
business information and contact. With our creativity, we are able to provide designs from
business card, letterhead to any printed item customized for your company to suit your
identity.
In Jabatan Cetak Kerajaan, they have their own way in managing their financial. The person
that in-charge in managing the finance are the account department. There are few system that
they use, that are sorting out (extract voucher) and sisvot (jurnal/voucher vot).
CHAPTER 5
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SALES & MARKETING
5.1 INTRODUCTION
Marketing
Marketing is what you do (Sales people and Marketing people), before and after the sale. It is
the strategy that will identify prospects that will lead to the sale. Marketing is learning about
your client needs and delivering on them (or realizing there is not a fit with a
prospect). Marketing is about building awareness and relationships - it's everything that
makes 'the phone ring' the first time and convinces past customers to buy from you again.
Marketing includes anything that comes into contact with your customer.
Sales
Sales is what you do and say during the one moment your product or service is being
purchased. It's confirming the payment options. Sales people have to feed the Marketing
process and use the resources effectively that they had a part in building. There needs to be a
partnership between the Sales and Marketing departments.
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5.2 MARKETING CONCEPTS
5.2.1 Earlier approaches
The marketing orientation evolved from earlier orientations, namely, the production
orientation, the product orientation and the selling orientation.
Orientatio
n
Profit
driver
Western
European
timeframe
Description
Production Production
methods
until the
1950s
A firm focusing on a production orientation
specializes in producing as much as possible of a
given product or service. Thus, this signifies a firm
exploiting economies of scale until the minimum
efficient scale is reached. A production orientation
may be deployed when a high demand for a product
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or service exists, coupled with a good certainty that
consumer tastes will not rapidly alter (similar to the
sales orientation).
Product Quality of
the
product
until the
1960s
A firm employing a product orientation is chiefly
concerned with the quality of its own product. A
firm would also assume that as long as its product
was of a high standard, people would buy and
consume the product.
Selling Selling
methods
1950s and
1960s
A firm using a sales orientation focuses primarily on
the selling/promotion of a particular product, and
not determining new consumer desires as such.
Consequently, this entails simply selling an already
existing product, and using promotion techniques to
attain the highest sales possible.
Such an orientation may suit scenarios in which a
firm holds dead stock, or otherwise sells a product
that is in high demand, with little likelihood of
changes in consumer tastes that would diminish
demand.
Marketing Needs and
wants of
customers
1970s to
the present
day
The 'marketing orientation' is perhaps the most
common orientation used in contemporary
marketing. It involves a firm essentially basing its
marketing plans around the marketing concept, and
thus supplying products to suit new consumer tastes.
As an example, a firm would employ market
research to gauge consumer desires, use R&D
(research and development) to develop a product
attuned to the revealed information, and then utilize
promotion techniques to ensure persons know the
product exists.
Holistic
Marketing
Everything
matters in
21st The holistic marketing concept looks at marketing
as a complex activity and acknowledges that
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marketing century everything matters in marketing - and that a broad
and integrated perspective is necessary in
developing, designing and implementing marketing
programs and activities. The four components that
characterize holistic marketing are relationship
marketing, internal marketing, integrated marketing,
and socially responsive marketing.
5.2.2 Contemporary approaches
Recent approaches in marketing include relationship marketing with focus on the customer,
business marketing or industrial marketing with focus on an organization or institution and
social marketing with focus on benefits to society. New forms of marketing also use the
internet and are therefore called internet marketing or more generally e-marketing, online
marketing, "digital marketing", search engine marketing, or desktop advertising. It attempts
to perfect the segmentation strategy used in traditional marketing. It targets its audience more
precisely, and is sometimes called personalized marketing or one-to-one marketing. Internet
marketing is sometimes considered to be broad in scope, because it not only refers to
marketing on the Internet, but also includes marketing done via e-mail, wireless media as
well as driving audience from traditional marketing methods like radio and billboard to
internet properties or landing page.
Orientation Profit driver Western
European
timeframe
Description
Relationship
marketing /
Relationship
management
Building and
keeping good
customer
relations
1960s to
present day
Emphasis is placed on the whole relationship
between suppliers and customers. The aim is to
provide the best possible customer service and
build customer loyalty.
Business
marketing /
Industrial
marketing
Building and
keeping
relationships
between
1980s to
present day
In this context, marketing takes place between
businesses or organizations. The product focus
lies on industrial goods or capital goods rather
than consumer products or end products. It is
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organizations Different forms promotion, advertising and
communication to the customer are used.
Societal
marketing
Benefit to
society
1990s to
present day
Similar characteristics to marketing orientation
but with the added proviso that there will be a
curtailment of any harmful activities to society,
in either product, production, or selling
methods.
Branding Brand value 1980s to
present day
In this context, "branding" refers to the main
company philosophy and marketing is
considered to be an instrument of branding
philosophy.
5.3 MARKETING RESEARCH
Marketing research involves conducting research to support marketing activities, and the
statistical interpretation of data into information. This information is then used by managers
to plan marketing activities, gauge the nature of a firm's marketing environment and attain
information from suppliers. Marketing researchers use statistical methods such as quantitative
research, qualitative research, hypothesis tests, Chi-squared tests, linear regression,
correlations, frequency distributions, poisson distributions, binomial distributions, etc. to
interpret their findings and convert data into information. The marketing research process
spans a number of stages, including the definition of a problem, development of a research
plan, collection and interpretation of data and disseminating information formally in the form
of a report. The task of marketing research is to provide management with relevant, accurate,
reliable, valid, and current information.
A distinction should be made between marketing research and market research. Market
research pertains to research in a given market. As an example, a firm may conduct research
in a target market, after selecting a suitable market segment. In contrast, marketing research
relates to all research conducted within marketing. Thus, market research is a subset of
marketing research.
5.4 TYPES OF MARKETING RESEARCH
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Market research, as a sub-set aspect of marketing activities, can be divided into the following
parts:
• Primary research (also known as field research), which involves the conduction and
compilation of research for a specific purpose.
• Secondary research (also referred to as desk research), initially conducted for one
purpose, but often used to support another purpose or end goal.
By these definitions, an example of primary research would be market research conducted
into health foods, which is used solely to ascertain the needs/wants of the target market for
health foods. Secondary research in this case would be research pertaining to health foods,
but used by a firm wishing to develop an unrelated product.
Primary research is often expensive to prepare, collect and interpret from data to information.
Nevertheless, while secondary research is relatively inexpensive, it often can become
outdated and outmoded, given that it is used for a purpose other than the one for which it was
intended. Primary research can also be broken down into quantitative research and qualitative
research, which, as the terms suggest, pertain to numerical and non-numerical research
methods and techniques, respectively. The appropriateness of each mode of research depends
on whether data can be quantified (quantitative research), or whether subjective, non-numeric
or abstract concepts are required to be studied (qualitative research).
There also exist additional modes of marketing research, which are:
• Exploratory research, pertaining to research that investigates an assumption.
• Descriptive research, which, as the term suggests, describes "what is".
• Predictive research, meaning research conducted to predict a future occurrence.
• Conclusive research, for the purpose of deriving a conclusion via a research process.
5.5 MARKETING PLANING
The marketing planning process involves forging a plan for a firm's marketing activities. A
marketing plan can also pertain to a specific product, as well as to an organization's
overall marketing strategy. Generally speaking, an organization's marketing
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planning process is derived from its overall business strategy. Thus, when top
management are devising the firm's strategic direction or mission, the intended
marketing activities are incorporated into this plan. There are several levels of
marketing objectives within an organization. The senior management of a firm
would formulate a general business strategy for a firm. However, this general business
strategy would be interpreted and implemented in different contexts throughout the
firm.
In Jabatan Cetak Kerajaan, their costumer are all from government agencies and there’s few
from private agencies such as Public Bank, Maybank, and etc. so, it is not very
difficult in doing marketing. They also have a website to simplify customer to place
order.
CHAPTER 6
HUMAN RESOURCES
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6.1 INTRODUCTION
We often hear the term Human Resource Management, Employee Relations and
Personnel Management used in the popular press as well as by Industry experts. Whenever
we hear these terms, we conjure images of efficient managers busily going about their work
in glitzy offices. In this article, we look at the question “what is HRM ?” by giving a broad
overview of the topic and introducing the readers to the practice of HRM in contemporary
organizations. Though as with all popular perceptions, the above imagery has some validity,
the fact remains that there is much more to the field of HRM and despite popular depictions
of the same, the “art and science” of HRM is indeed complex. We have chosen the term “art
and science” as HRM is both the art of managing people by recourse to creative and
innovative approaches; it is a science as well because of the precision and rigorous
application of theory that is required.
As outlined above, the process of defining HRM leads us to two different
definitions. The first definition of HRM is that it is the process of managing people in
organizations in a structured and thorough manner. This covers the fields of staffing (hiring
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people), retention of people, pay and perks setting and management, performance
management, change management and taking care of exits from the company to round off the
activities. This is the traditional definition of HRM which leads some experts to define it as a
modern version of the Personnel Management function that was used earlier.
The second definition of HRM encompasses the management of people in
organizations from a macro perspective i.e. managing people in the form of a collective
relationship between management and employees. This approach focuses on the objectives
and outcomes of the HRM function. What this means is that the HR function in contemporary
organizations is concerned with the notions of people enabling, people development and a
focus on making the “employment relationship” fulfilling for both the management and
employees.
These definitions emphasize the difference between Personnel Management as defined in the
second paragraph and human resource management as described in the third paragraph. To
put it in one sentence, personnel management is essentially “workforce” centered whereas
human resource management is “resource” centered. The key difference is HRM in recent
times is about fulfilling management objectives of providing and deploying people and a
greater emphasis on planning, monitoring and control.
Whatever the definition we use the answer to the question as to “what is HRM?” is that it is
all about people in organizations. No wonder that some MNC’s (Multinationals) call the HR
managers as People Managers, People Enablers and the practice as people management. In
the 21st century organizations, the HR manager or the people manager is no longer seen as
someone who takes care of the activities described in the traditional way. In fact, most
organizations have different departments dealing with Staffing, Payroll, and Retention etc.
Instead, the HR manager is responsible for managing employee expectations vis-à-vis the
management objectives and reconciling both to ensure employee fulfillment and realization
of management objectives.
6.2 IMPORTANCE OF HUMAN RESOURCES
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The practice of HRM must be viewed through the prism of overall strategic goals for the
organization instead of a standalone tint that takes a unit based or a micro approach. The idea
here is to adopt a holistic perspective towards HRM that ensures that there are no piecemeal
strategies and the HRM policy enmeshes itself fully with those of the organizational goals.
For instance, if the training needs of the employees are simply met with perfunctory trainings
on omnibus topics, the firm stands to lose not only from the time that the employees spend in
training but also a loss of direction. Hence, the organization that takes its HRM policies
seriously will ensure that training is based on focused and topical methods.
6.3 SCOPE OF HUMAN RESOURCE MANAGEMENT
Human resources are undoubtedly the key resources in an organization, the easiest
and the most difficult to manage! The objectives of the HRM span right from the manpower
needs assessment to management and retention of the same. To this effect Human resource
management is responsible for effective designing and implementation of various policies,
procedures and programs. It is all about developing and managing knowledge, skills,
creativity, aptitude and talent and using them optimally.
Human Resource Management is not just limited to manage and optimally exploit
human intellect. It also focuses on managing physical and emotional capital of employees.
Considering the intricacies involved, the scope of HRM is widening with every passing day.
It covers but is not limited to HR planning, hiring (recruitment and selection), training and
development, payroll management, rewards and recognitions, Industrial relations, grievance
handling, legal procedures etc. In other words, we can say that it’s about developing and
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managing harmonious relationships at workplace and striking a balance between
organizational goals and individual goals.
The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it
concisely. However, we may classify the same under following heads:
 HRM in Personnel Management: This is typically direct manpower management
that involves manpower planning, hiring (recruitment and selection), training and
development, induction and orientation, transfer, promotion, compensation, layoff and
retrenchment, employee productivity. The overall objective here is to ascertain
individual growth, development and effectiveness which indirectly contribute to
organizational development.
It also includes performance appraisal, developing new skills, disbursement of wages,
incentives, allowances, traveling policies and procedures and other related courses of
actions.
 HRM in Employee Welfare: This particular aspect of HRM deals with working
conditions and amenities at workplace. This includes a wide array of responsibilities
and services such as safety services, health services, welfare funds, social security and
medical services. It also covers appointment of safety officers, making the
environment worth working, eliminating workplace hazards, support by top
management, job safety, safeguarding machinery, cleanliness, proper ventilation and
lighting, sanitation, medical care, sickness benefits, employment injury benefits,
personal injury benefits, maternity benefits, unemployment benefits and family
benefits.
It also relates to supervision, employee counseling, establishing harmonious
relationships with employees, education and training. Employee welfare is about
determining employees’ real needs and fulfilling them with active participation of
both management and employees. In addition to this, it also takes care of canteen
facilities, crèches, rest and lunch rooms, housing, transport, medical assistance,
education, health and safety, recreation facilities, etc.
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 HRM in Industrial Relations: Since it is a highly sensitive area, it needs careful
interactions with labor or employee unions, addressing their grievances and settling
the disputes effectively in order to maintain peace and harmony in the organization. It
is the art and science of understanding the employment (union-management)
relations, joint consultation, disciplinary procedures, solving problems with mutual
efforts, understanding human behavior and maintaining work relations, collective
bargaining and settlement of disputes.
The main aim is to safeguarding the interest of employees by securing the highest
level of understanding to the extent that does not leave a negative impact on
organization. It is about establishing, growing and promoting industrial democracy to
safeguard the interests of both employees and management.
The scope of HRM is extremely wide, thus, can not be written concisely. However, for the
sake of convenience and developing understanding about the subject, we divide it in three
categories mentioned above.
6.4 EMPLOYEE REWARDS AND RECOGNITION
Employee rewards and recognition system is not just a positive thing to do with
people but communicating it effectively is an efficient tool in encouraging them to create and
bring business for you. Treating your employees like your assets and maintaining harmonious
relationships with them doesn’t only yield business in present but also an effective strategy
for future. Employers and management need to be pro-active to develop a talented and
dedicated workforce that can take you to your goals.
Fulfilling employees’ needs, recognizing their efforts and presenting them with
monetary and non-monetary rewards help you create a right workforce for your organization
that can be your partner in success. Recognition of their efforts and boosting their morale
results in increased productivity and decreased attrition rate. It is a proven fact that the
motivated and dedicated workforce can change the fate of a company. After all, human effort
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is the biggest contributing factor in success of any organization. It is just next to impossible
to achieve organizational goals only by the efforts of top management. It’s the workforce
who executes their plans and helps them achieve their financial as well as non-financial aims.
Establishing and implementing a reward system needs careful analysis of the company
policies and procedures. Deciding how to recognize employees’ efforts and what to provide
them requires thorough analysis of responsibilities and risks involved in a particular job.
Reward system of an organization should also be in alignment with its goals, mission and
vision. Depending upon the job profile, both monetary and non-monetary rewards can
encourage employees to contribute more to the organization.
 Monetary Rewards: A raise in salary, incentives, movie tickets, vacation trips,
monetary allowances on special occasions, redeemable coupons, cash bonuses, gift
certificates, stock awards, free or discounted health check-ups for the entire family
and school/tuition fees for employees’ children fall in this category. While designing
company policies for monetary rewards, management should make sure that benefits
should be as broad-based as possible. It requires sound planning and effective
implementation.
 Non-monetary Rewards: Non-monetary rewards may include trophies, certificates,
letters of appreciation, dinner with boss, redecoration of employee cabin, membership
of recreation clubs, perks, use of company facilities, suggestion awards, tie-pins,
brooches, diaries, promotion, say in management, etc.
A combination of monetary and non-monetary rewards can work wonders and drive
employees to perform well continuously. A proper and efficient employee reward and
recognition program can establish harmonious relationships between employees and
employer.
In Jabatan Cetak Kerajaan, they used all the method above in managing human resources in
the company. Even thought they using this method, several employee still have problem with
their attitude in working, such as coming late to work, always taking leave, not focusing in
doing their job and sometimes not doing their job all.
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CHAPTER 7
PRODUCTION MANAGEMENT
7.1 INTRODUCTION
Planning, implementation, and control of industrial production processes to ensure
smooth and efficient operation. Production management techniques are used in both
manufacturing and service industries. Production management responsibilities include the
traditional “five M's”: men and women, machines, methods, materials, and money. Managers
are expected to maintain an efficient production process with a workforce that can readily
adapt to new equipment and schedules.
They may use industrial engineering methods, such as time-and-motion studies, to
design efficient work methods. They are responsible for managing both physical (raw)
materials and information materials (paperwork or electronic documentation). Of their duties
involving money, inventory control is the most important. This involves tracking all
component parts, work in process, finished goods, packaging materials, and general supplies.
The production cycle requires that sales, financial, engineering, and planning departments
exchange information—such as sales forecasts, inventory levels, and budgets—until detailed
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production orders are dispatched by a production-control division. Managers must also
monitor operations to ensure that planned output levels, cost levels, and quality objectives are
met.
7.2 PRODUCTION PLANING
Before any job can go into production, it is necessary to carry the preliminary work done with
the estimate a bit further. Jobs do not automatically flow through the shop. Every job requires
continual planning, guidance, and follow-up. The following list outlines the typical steps
involved in implementing printing production :
1. Prepare a production work order from the estimate request sheet and the estimate.
2. Determine in-house availability of materials and order if necessary.
3. Prepare a detailed job schedule.
4. Merge a detailed schedule into production control schedule.
5. Coordinate materials with the job arrival in each department.
6. Put the job into production.
7. Check quality control and production as necessary.
8. Reschedule as necessary.
9. Remove the job from the production control schedule and send all records to
accounting.
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CONCLUSION
A lot of things I've learned during practical. I gained experience and new knowledge
during practical at Jabatan Cetak Kerajaan. Environment at work is very different when
compared to the environment when we were studying. While studying, we are assisted by the
lecturers to complete an assignment but when we work, we need to have a competitive nature
and should always be agile in completing a given task.
During practical, I learn how to managing the account and sales. Also the experience in
the production department. And not to forget also, human resource. So many different nature
of people who are working in the government sector. It is very different in the printing
industry from what I have learned in the classroom. I hope that I can adapt and use all the
knowledge that I have learn during practical not only when I study but also someday when I
going to work for other company.
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REFFERENCES
1. http://www.cliffsnotes.com/study_guide/Management-and-Organizations.topicArticleId-
8944,articleId-8847.html
2. http://www.mirc.org.my/elibrary/sme_definitions_english.pdf
3. http://www.scribd.com/doc/6176876/Small-Medium-Enterprises-SME-in-Malaysia-
Overview-Analysis
4. http://www.slideshare.net/taquilla/marketing-management-by-philip-kotler-719-slides
5. Don Merit. Print Production Management Primer, February 1 2001, Graphic Arts
Technical Fndtn; 1 edition
6. http://www.sabah.gov.my/jck/index.html
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